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...Mandalay Resort Group is one of the leading hotel-casino companies in the United States, and is the largest such company in the Las Vegas market in terms of square footage of casino space and number of hotel rooms. Known as Circus Circus Enterprises, Inc. until June 1999, Mandalay Resort operates ten hotel-casinos in Nevada, including four elaborate properties on the Las Vegas Strip: Mandalay Bay, Luxor, Excalibur, and Circus Circus. It is also a partner with Mirage Resorts, Incorporated in a joint venture that owns and operates the Monte Carlo, another Strip denizen. Outside of Nevada, the company owns a dockside casino in Tunica County, Mississippi, a riverboat casino located in Elgin, Illinois, and is developing casinos in Detroit, Michigan. With the exception of the upscale Mandalay Bay, the company's properties are mainly aimed at middle-class vacationers. To appeal to this market segment, the company offers reasonably priced rooms and food, and has pioneered the concept of the casino as an entertainment theme park for the entire family.
At the beginning of 2005, the revenues associated with each division included casino revenues of 47.4% of total, food/beverage 17.9% of total, hotel 28.2%, and other 13.3%. Overall revenue was slow growing at only 1% between 2002 and 2003 but increased by 5.8% in 2004 and 2005. Total debt to assets was at 63%, which shows that Mandalay Resort...

...Introduction
In this case we get an entire scenario about how the Japan deflation set in, what were the effects of the deflation on the economy as well as on the people of Japan. It also mentions about the various reasons because of which Japan was in such a tight grip of Deflation, Depression, Demographics and Debts Guides us through the steps taken by the government in order to curb this deflation. Imparts a great knowledge to us about the various economic terms like deflation, self-liquidating credit, Non-Self Liquidating Credit and how the people and economy of a country is affected by these.
Free markets economies are subject to cycles. Economic cycles consist of fluctuating periods of economic expansion and contraction as measured by a nation's gross domestic product (GDP). The length of economic cycles (periods of expansion vs. contraction) can vary greatly. The traditional measure of an economic recession is two or more consecutive quarters of falling gross domestic product. There are also economic depressions, which are extended periods of economic contraction such as the Great Depression of the 1930s.
From 1991 through 2001, Japan experienced a period of economic stagnation and price deflation known as "Japan's Lost Decade." While the Japanese economy outgrew this period, it did so at a pace that was much slower than other industrialized nations. During this period, the Japanese economy suffered from both a credit crunch and a liquidity trap....

...
CASESTUDY NO.1
Mary Roberts had been with the company three years when she was promoted to manager of the tax department which was part of the controller’s division.Within four months she became a supervisor of ten staff accountants to fill a vacancy.Her superior believed her to be most qualified individual to fill the position.
Many senior employees resent her that she so young to fill the position and what made them more upsets was the fact tax managers did not discuss the promotion.
QUESTION:
1.What can Mary Roberts do about the resentful senior employees?
Mary should tackle this head on she should be direct and assertive about her expectation and when people are crossing the line that means she need to be clear with people when their behavior doesn’t meet her standards and she need to be willing To set and enforce consequence if it doesn’t change
2. Can higher management do anything to help Roberts make the transitions to greater responsibility?
Yes, because they are the one who put her in that position of course they will help Mary interms of guiding it `.
3. Will her lack of technical knowledge hinder Mary’s managerial effectiveness?
No , because lacking on some aspects on technical knowledge cant bankrupt or destroy a company as long she have a guts to face and accepts failures
4. Should Mary’s superior have discussed the promotion with the senior employees before announcing it?
No ,because its not their obligation...

...February of 1999. In the past four months, the NC design had developed
sustainability. The Bostrom alliance agreement for the truck market had been concluded. The
question about Elio's strategy for the entry into automobile still remained. Should Elio's joint
venture with Bostrom? Should it partner with a tier-one or a tier-two automotive supplier?
Was Elio's technology strategy aligned with the requirements for a successful entry into the
automotive market? Paul and Hari realized that they needed answers to these questions in
the coming days.
This casestudy discusses the start-up, origins and strategic options facing an innovative set up
and start up in automotive market and in the seat design. With the domination of the
incumbent large suppliers serving the top 3 leading tier-one automakers of U.S.,
Elio
Engineering faces several challenges as it seeks to introduce its new seating technology to the
market. The case can serve as vehicle to discuss important themes such as technology and
business strategy, invention and innovation, bringing technology to market and profiting from
innovation.
Elio's should make a joint venture with Bostrom. Elio's has made a seat design naming "No
Compromise" with progress on cost, weight and performance compared to the conventional
design and also the existing all-belt-to-seat (ABTS). After many functional prototypes and
computer aided structural analysis, a perfect design...

...being the most popular business in the United States UnitedHealth Group now faces federal investigation for compensating Chief Executive Officer (CEO) William McGuire with option profits profiting $1.6 billion. Many other chief executives are questioning if this types of practice in legal, while others are say that the boards of directors of UnitedHealth Group are too easy at the same time generous.
History
In 1974, Charter Med Inc. was founded by doctors and in 1977 United HealthCare Corp. was formed and bought Charter Med Inc. UnitedHealth Care became a publicly traded company in 1984 and William McGuire became the leader of the company in 1989. In between that time the company had acquired a pharmacy benefits management company.
Six years later this pharmacy was sold in 1994 to SmithKline Beecham Corp. UnitedHealth Care purchased MetraHealth Companies Inc. in 1995 which was a privately held company that was formed by combining the group health care operations of The Travelers Insurance Company and Metropolitan Life Insurance Company (Unitedhealthgroup, 2006). In 1998 the company changed its name to UnitedHealth Group and launched a strategic realignment into independent but strategically linked business segments; UnitedHealth Care, Ovations, Uniprise, Specialized Care Services and Ingenix.
CEO McGuire
Dr. William W. McGuire was appointed president and chief operating officer of UnitedHealth...

...Introduction
This report closely examines the Virgin Group’s corporate strategy / rationale and identifies the relationships namely of strategic nature within the Virgin Empire.
Virgin’s value adding qualities shall be discussed and the main issues faced by Virgin shall be identified and categorically solutions recommended respectively.
Corporate Rationale
The Virgin Group comprises of an assorted mix of businesses. It has its “finger in every pie”, so to speak. The Virgin has group diversified into 200 businesses. Please see Figure 1 below:
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Figure 1 The Virgin Group
Sir Richard Branson, founder of Virgin in 1970 is in the author’s opinion the single most important ingredient to all the success that has been reaped up-to-date. As the saying goes ‘you reap what you sow’ thus, corporate rationale is merely a projection of Sir Richard Branson’s own personal philosophy, which he has sown into the fabric of corporate rational. A personal philosophy and a personal persona that is revered and respected by the British public and beyond.
Sir Richard Branson’s high profile already won over the general public and almost anything he would pursue or was associated with would be given the benefit of the doubt. Thus the word Virgin and Sir Richard Branson are almost interchangeable. The Virgin brand name is by far the most important asset to the company. Being known as the “customers’ champion” inevitably has...

...THE VIRGIN GROUP
PROBLEM:
* The Virgin Group is so unrelated diversified that it has been criticized by some commentators because it has become an "endorsement brand that could not always offer real expertise to the businesses which it is associated". So the real question is "Can The Virgin Group be good/successful in every business it gets into?" "Are they really adding a real value to each business/customer?
* What will happen if a customer has a bad experience with any of the product lines of the Virgin Brand? Would that influence this customer to never try again another line of this brand? Some commentators have found a big risk with Virgin's approach stating that: "The greatest threat is that Virgin Brand may become associated with failure". Can that be possible?
* Richard Branson's is associated with the Virgin Brand, this sure has been the key to the success of this company, but can also his image fire back toward the Virgin brand if he gains a bad reputation? What can be the consequences?
FACTS:
Organizational:
* The Virgin Group is one of the UK's largest private companies. (S)
* The Virgin Group included in 2006, 63 businesses such as airlines, health clubs, music stores and trains. Also included Virgin Galactic which promises to take passengers into the sub-orbital space. (S)
* The personal image and personality of Richard Branson, the founder of the...

...infrastructure standards at ING. They provide a highly reliable and high-performing platform to run IBM Tivoli identity management software."
Pieter Vallen, Project Manager, Entitlement Access Infrastructure, ING
"Using IBM Tivoli Access Manager and IBM Tivoli Identity Manager together enables us to reduce costs and simplify processes even further. Now we can manage multiple user and authorization
administrations from a single point of control."
Henk Veerman, Information Security Architect, ING Entitlement Program
Why IBM?
IBM provided an intelligent security management platform to seamlessly integrate business
and IT processes and automatically provision access based on corporate policies
Headquartered in Amsterdam, ING Group (www.ing.com) provides banking, insurance and asset management services to more than 60 million private, corporate and institutional clients in 50 countries. In 2005, ING became the sixth largest European financial institution, based upon
market value, up six positions from only one year earlier. According to ING executives, this change is a reflection of the company's success in offering innovative and low-cost customer-focused services through a variety of distribution channels, including Web services, call centers, intermediaries and branch offices. With the increasing pressure for on demand business, ING executives stress that to continue on this path, they must eliminate process inefficiencies and...